Organizational Culture and Organization Performance in Africa Economic Research Consortium
Keywords:
Organizational culture, organization performance, and Africa Economic Research ConsortiumAbstract
Africa Economic Research Consortium has put in place structures that enable employees to be comfortable in the workplace by adopting competitive compensation practices and providing a good work environment for its employees to thrive. However, the low engagement metrics which stand at 43% are not equal to the organizational investment. The purpose of the study was to see how organizational culture affects organizational performance in Africa Economic Research Consortium. The study was anchored on Resource Base View Theory and used a case study research design. The population sample comprised 455 employees who work at African Economic Research Consortium. Self-administered questionnaires delivered over email were used to gather data. Data analysis was done using descriptive and regression analysis. The findings revealed a strong and positive relationship between organizational culture and performance (β=0.248, p=0.003). This study concludes that to improve organizational performance, organizational culture must support and be in accordance with the planned strategy and performance of employees' daily activities. The study recommends that firms should increase efforts to foster a positive corporate culture because culture is now a tactical instrument in the market for achieving long-term competitive advantage.
References
Ahmed, A., & Othman, I. B. L. (2017). The Impact of Strategic Attributes on Organizational Performance in Pakistan banking Sector: A Review and suggestions for future research. European online Journal of natural and social science, 6.
Altindag, E., Zehir, C., & Acar, A. Z. (2011). Strategic orientations and their effects on firm performance in Turkish family-owned firms. Eurasian Business Review, 1, 18-36.
Azizollah, A., Abolghasem, F., & Amin, D. M. (2016). The relationship between organizational culture and organizational commitment in Zahedan University of Medical Sciences. Global journal of health science, 8(7), 195.
Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.
Basbous, O. K. (2011). Antecedents of employee engagement. Retrieved from http://eprints.usm.my/26738/1/ANTECEDENTS_OF_EMPLOYEE_ENGAGEMENT.pdf
Chahal, H., Dangwal, R. C., & Raina, S. (2016). Marketing orientation, strategic orientation and their synergistic impact on business performance: A case of SMEs in emerging context (India). Journal of Research in Marketing and Entrepreneurship.
Chuang, F. M. (2012). Clan Culture, strategic orientation and new product performance in Chinese marketing ventures. Journal of Strategic Marketing, 267-286.
Garber, M. (2012). Vested interests: Cross-dressing and cultural anxiety. Routledge.
Holbeche, L., & Springett, N. (2009). In search of meaning at work. UK: Roffey Park Institute.
Hsu,C.C., & Pereira, A. (2008). Internationalization and Performance.The moderating effects of organizational learning. Omega International Journal of Management Science, 36.
Innocent, O. (2015). The performance of commercial banks: The role of organizational culture as a mediator and external environment as a mediator. Universiti utara Malaysia. Retrieved from Universiti Utara Malaysia.
Naranjo-Valencia, J. C., Jiménez-Jiménez, D., & Sanz-Valle, R. (2016). Studying the links between organizational culture, innovation, and performance in Spanish companies. Revista Latinoamericana de Psicología, 48(1), 30-41.
Nazir, N. A., & Lone, M. A. (2008). Validation of Denison's model of organizational culture and effectiveness in the Indian context. Vision, 12(1), 49-58.
Ozmen, O. N. T., & Eris, E. D. (2012). The effect of market orientation, learning orientation and innovativeness on firm performance: A research from the Turkish logistics sector. International Journal of Economic Sciences & Applied Research, 5(1).
Rashid, Z. A., Sambasivan, M., & Johari, J. (2003). The influence of corporate culture and organizational commitment on performance. Journal of management development, 22(8), 708-728.
Siddhanta, A., & Roy, D. (2010). Employee engagement engaging the 21st-century workforce. Asian Journal of Management Research, 3, 2229-3795.
Smith, S. S., Peters, R., & Caldwell, C. (2016). Creating a culture of engagement–insights for application. Business and Management Research, 5(2), 70-80.
Storey, C., & Hughes, M. (2013). The relative impact of culture, strategic orientation, and capability on new service development performance. European Journal of Marketing, 47(5/6), 833-856.
Suharti, L., & Suliyanto, D. (2012). The effects of organizational culture and leadership style on employee engagement and their impacts on employee loyalty.
Weinzimmer, L., Robin, J., & Michel, E. (2012). The measurement of strategic orientation and its efficacy in predicting financial performance. Journal of Business Strategies, 29(2), 81-98.
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2023 Evelyn Kasiki Mudachi , Dr. Caroline Nderi
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License.
